Dissertation supervisor, Lisa Bornstein, and Director of the MA in Development Studies degree program, Imraan Valodia, have approved this length. Due to a number of reasons in the 1980s, including the broad neoliberal agenda, the power of the Bretton Woods Institutions, and the failure of Third World governments to adequately address poverty within their countries, NGOs found themselves in a very influential position in poorer countries. A further analysis of this research can be found in the forthcoming paper of the School of Development Studies and Center for Civil Society at the University of Natal.
The findings of the research point to insufficient success with CARE's HLS framework due to the conflicting goals of programmatic reform. Therefore, the next section of the article discusses how HLS is utilized in relation to donors and direct versus partner implementation of HLS. This article concludes that if the fundamental goal of development is to help communities around the world to thrive, then less emphasis must be placed on the 'owners' and 'managers' of the aid chain and more on the 'beneficiaries' and 'recipients'. ' of the auxiliary chain.
The metaphor of an aid chain is used here to illustrate a system consisting of a series of institutions and organizations in the North that formulate ideas and frameworks for the South and then try to transfer and apply them. The failure of these development models (Bornstein and Smith 2001) has given rise to new development thinking with a renewed emphasis on poverty reduction (Fowler, 2001). They also monitor the impact of the results on the household and community (Mosley-Williams 1994, Simbi and Thom 2000, Alexander 2000).
That in reality there is no such thing as a middle ground for bottom-up and top-down processes, because the engineers of the auxiliary chain finally have the.
Case Study: CARE USA's HLS Approach
These critics argue that development based on local community decision-making cannot be combined with northern management. Since there are two distinct philosophical frameworks that underlie the NGO agenda and their merging is a topic of debate, there is merit in studying how effectively or ineffectively these current models are being transferred from northern headquarters to southern implementers. Does the structure of the aid chain allow it, with pressure to prove results stronger and competition between NGOs greater than ever?
CARE defines HLS by stating: “In its simplest form, livelihood security is the ability of a household to meet its basic needs (or basic rights)” (Frankenburger et al., 2000: 4). This includes ensuring that a household can obtain sufficient food, healthcare, shelter, a minimum income level, basic education and community participation. Figure 1 shows CARE's HLS model and is adapted from Swift (1989) of Sen's original rights model (Drinkwater and Rusinow 1999).
The HLS framework is CARE's attempt to address past failure and avoid many of the pitfalls of previous projects. The first objective is to improve the ability to target the poorest and most vulnerable households in a community. HLS is based on a people-centred development approach, which seeks to involve the community and its stakeholders, the idea that the community's needs and wants are distinguished before a project is designed and that the community takes an active role in the design process.
Additionally, with the help of HLS and partners, CARE can attempt to coordinate projects in similar geographic areas and prevent recurrence. Finally, the use of HLS throughout the project cycle would lead to a higher level of monitoring and evaluation, which in turn would allow CARE to successfully demonstrate its results in the field and increase the efficiency level of its programs. While the promise of HLS is clear, research in southern Africa shows that many of the pitfalls of the past still plague current project implementation.
Moreover, there are new problems emerging that an HLS approach, at least as currently used, is unlikely to solve. Other problems, as the evidence below suggests, will require a more fundamental reassessment of the existing aid system and the unequal 'partnerships' fostered within it.
HOUSEHOLD
- Theoretical Approach To Analysing HLS
- Research Methodology
- HLS as Participatory Methodology
- HLS as a Management Strategy
- HLS as a Project Cycle Tool
- CARE's Use of HLS and Donor Influence
- CARE's Direct or Partner Implementation of HLS
- Conclusion
Ultimately, the different ways of understanding, using and transferring HLS are linked to the dynamics of the aid chain. Further discussion of the research methodology and findings is available in the forthcoming School of Development Studies report (Kopra, forthcoming). The deepest understanding of HLS seems to come from the regional office and one or two senior members of the country offices.
These senior members of the country offices, at least in the case of Lesotho, are international staff and not local people. One of the goals of strategic management in development has been to demonstrate the success of an organization. However, regardless of the actual origins of HLS within CARE, the sentiment of country office staff influences how HLS is implemented.
Breaking down HLS into elements, as in the life of the program cycle, is common in CARE rhetoric. Furthermore, what is the point of performing an HLS assessment when the assessment does not affect the rest of the project. Some CARE staff believe that the initial engagement in CARE with HLS and the linear service delivery of the project cycle discouraged staff from adopting the framework.
The main difference in the two models is that CARE's HLS framework focuses more on the household level and all the members within the household (including intra-household relationships). However, observation of the project shows that this transfer takes place in a sincere and balanced manner. In contrast, partners in Lesotho do not seem to have a sense of the livelihoods approach, nor is there a strong emphasis on partnership in the various programmes, although there appear to be plans to change this.
They also have mixed feelings about HLS because they have yet to see concrete results due to the lengthy process of the HLS framework and the lack of success stories in the region. It is important to note that success or failure in addressing this gap will be a decisive measure of the extent of the partnership between CARE and its CBO affiliates. Despite these programmatic contradictions, HLS continues to be transmitted through the chain of international and donor aid, and this transmission calls into question the legitimacy of the aid system.
Ultimately, the imbalance in the aid chain must be addressed more deeply than is the case by international NGOs. The findings of this study into the aid chain in Southern Africa conclude that this is inherent.
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